Reduced emergency patient length of stay by 29% and avoided $1.25 million in new emergency department (ED) construction—Avera McKennan, South Dakota[ix]

Reduced waiting times for screening colonoscopies from 6 weeks to less than 24 hours while reducing cost per patient by 9.5% — Palo Alto Medical Foundation, California[x]

Increased the percentage of atrial fibrillation patients treated within 40 days from 11% to 94% HealthEast, Minnesota[xi]

Flow

Reduced turnaround time for clinical laboratory results by 60% in 2004 without adding head count or new instrumentation; further reduced times by another 33% from 2008 to 2010—Alegent Health, Nebraska[xii], [xiii]

Reduced instrument decontamination and sterilization cycle time by 54% while improving productivity by 16%—Kingston General Hospital, Ontario[xiv]

Reduced late surgery starts from 50% to 30%, reduced rescheduled procedures from 20% to 4.4%, while increasing cases per month from 329 to 351 – New York City Health and Hospitals Corporation[xv]

Reducing O.R. turnover time from 60 minutes to 30 minutes, increasing utilization rates from 25% to 65% and achieving 100% on time starts in a pilot area – Guangdong Provincial Hospital of Traditional Chinese Medicine, China[xvi]

Satisfaction

Improved patient / family satisfaction rates in the NICU from 45th percentile to 99th percentile – Franciscan St. Francis, Indianapolis[xvii]

Bottom-line benefit of almost $200 million over seven years, while achieving “the lowest observed-to-expected mortality among the academic health center members of the University Health system Consortium in 2011” and avoiding layoffs—Denver Health, Colorado[xxi]

Avoidance of $180 million in capital spending through Lean improvements—Seattle Children’s Hospital, Washington[xxii]

Improved operating margin by 44%, from 1.70% in fiscal year 2011 to 3.06% in fiscal year 2014 —HealthEast, Minnesota[xxiii]

“A British Jour­nal of Ob­stet­rics and Gy­naecol­ogy study of Western Eu­rope found that ter­mi­nol­ogy alone caused up to 40% vari­ation and 17% false reductions in in­fant mor­tal­ity.”wsj.com/articles/singl…

Book Endorsements:

"Mark Graban is the consummate translator of the vernacular of the Toyota Production System into the everyday parlance of health care. With each concept and its application, the reader is challenged to consider what is truly possible in the delivery of health care if only standardized systems borrowed from reliable industries, were implemented. Graban provides those trade secrets in an understandable and transparent fashion." -- Richard Shannon, MD Executive Vice President for Health Affairs, University of Virginia

"The concepts outlined in this book are the most powerful tools that I have ever encountered to foster innovation, ownership, and accountability at the front line staff level. This is a must read for any leader in today’s increasingly complex healthcare industry." -- Brett Lee, Ph.D., FACHE Market Chief Executive Officer, Tenet Healthcare